Improving all areas within responsibilities to further support our War Fighters.

• Recruited to team to “re-boot” the Stockton, CA center. This involved changing the culture to expect to be successful. Built a new Leadership team based on servant leadership. This required a partial relocation from San Diego, CA to Stockton, CA. • Restored respect, civility, and accountability from a borderline hostile environment.• Inbound operations improved from a 4-day dock to stock to less than 8 hours.• Improved employee satisfaction and performance to reduce mandatory 6 days schedule to normal 5 days schedule in all areas.• Gained year over year improvement in all categories on Voice of the Customer surveyo Fill rate, Mis picks, shortages, damages, temperature control and shelf life• Improved DC enterprise ranking from 12 to 7.• Customer satisfaction resulted in 80-100MM in additional business.• Responsible for 500MM in sales and a 22MM operating budget in a 450,000 ft building and 300 associates.

• Re-structured a failing new center to ensure order accuracy, inventory accuracy and on time deliveries.• Compiled, created, and revised procedures to create operational playbook.• Developed operations team to understand P&L and provide planning tools.• Worked with CFO to provide weekly P&L discussions and provide clearer forecasting. • Reduced Ontario transportation operations cost per case by .20 during the operational months (summer production reduced due to schools being out of session). Reduced Ontario warehouse cost per case by .07. Reduced Dixon overall cost per case by .11. • Modified facility with additional racking, chilled rooms, equipment, and people for company acquisition.

• Gained responsibility of 6 Key accounts with excess of 900MM in sales.• Used operational knowledge to improve customer relationships.• Prepared Proformas for potential new customers.• Created Operations – Sales cross functional team.• Developed cost effective distribution methods for new product roll outs.

• Reduced operating expenses by over .12/cost per case for a 3MM+ savings.• Exceeded operating financial plan significantly for the region (seven DC’s).• Reduced injuries significantly and improved retention by engagement, mentoring and accountability.• Improved communication and support to provide consistency and higher service levels within the region.• Developed new methods for improved Backhaul revenue while improving customer satisfaction.• Successfully managed new customer rollouts within region.

Responsible to improve and maintain relationships with our customers through constant communication and partnership. I had P & L (Profit and Loss) responsibility for the operation of four regional distribution centers and private fleet operation with over 400 employees. * In October 2012 successfully managed the transition of the Phoenix Jack in the Box distribution center into MBM, which is better than plan financially.• Assumed responsibility of all operations for our Fullerton distribution center which houses Chik-Fi-La and Burger King. This task included overseeing a team of first year managers and successfully bringing this center a profitability, which had eluded them the prior year. Also improved customer relationship with Chik-Fi-La for this center.• Managed the Ontario and Manteca centers in 2011 to a profitability level that exceeded expectations during first full year of operations with MBM.• Managed a successful transition from a publicly owned distribution company to the privately owned MBM foodservice during a buyout in July 2010. This transition included training, hiring, development of relationships and working with Carl’s JR customers to ensure full satisfaction. • Implemented the following into the MBM system: Load Quality Reporting, Warehouse Training Certification Program, Motorist Observation Report Tracking with report out and Monthly Safety Alerts sent enterprise wide focusing on transportation and warehouse operations safety.• Improved Distributor and Restaurant operation relationship through communication and true partnership.• Developed and led the regions freight management program and utilized Ontario Ca. center as a major hub (consolidation point) significantly reducing freight cost for restaurants.• Region gained improvement in Safety, Backhaul revenue, productivity for overall financial success year over year.

Responsible for the corporate-wide management of the company's distribution operation, including domestic and international distribution. Responsible for sourcing distribution partners for outer and International markets. I had P & L responsibility for the operation of two regional distribution centers and a private fleet operation with over 150 drivers. Responsible for a distribution operating budget of over $25 million with an excess of $400 million in sales. • Successfully negotiated the first Distribution Agreement with our franchisees. • Responsible for managing third party distributors in the outer markets (Colorado, Oklahoma, Texas, Arizona) and negotiating fair contracts and maintaining proper service levels.• Developed new processes and operational flow to enhance our coordination with our global licensees to improve oversee shipments and lower costs. • Managed and supported overall distribution system transition to INFOR WMS. This project improved visibility and control on all inventory and shipping transactions.• Awarded Super Star award in 2007 for working with franchisees and improving efficiencies throughout to improve the franchisees business models. This award is given out by our franchisee community to one person a year.• Improved our truckload utilization and a vendor backhaul program by leading a team of in-house specialists and incorporating a third-party freight management team. This improved our bottom line by over $400,000 annually.• Successfully managed Equipment and Parts division based in Rocky Mount, North Carolina. This division was the primary support for Hardees and my goal was to integrate it within the Carl’s JR Company and franchise operations. P & L management and clarification resulted in improved fiscal performance and trust with our partners. Also, implemented a new order management, financial and WMS system (Great Plains). Division was handed off to company real estate and development department in 2007.

Responsible to oversee all distribution operations requiring my relocation from Northern California to Southern California. Improved perception of distribution to customers by open communication and improved on time and delivery accuracy performance. Responsibilities included P & L management, carrier management, distribution network planning, distribution analysis and process enhancement, and third-party service management.

Oversaw load planning, fleet operations and transportation management functions for the Manteca distribution center with annual sales of about $100 million. I was responsible for 100 employees. I gained expertise with some of the latest WMS and TMS systems. • Led team that developed an innovative dual temperature refrigeration trailer operation using a center divider bulkhead system for a palletized delivery process. This program utilized powered lift gate and motorized pallet jacks. The result was improved accuracy, safety to drivers, product integrity and reduction of driver helper personnel. • Improved customer service by developing a “Call your Customer for result feedback Program.”• Improved accuracy from a fill rate of 89% to 99.97%.• Improved on time deliveries to 90%.• Implemented accountability programs which detailed each pick and deliveries and tied to the individual.• Improved customer satisfaction through feedback and attending operational meetings on a regular basis.